□ Monitoring of and feedback into capacity building strategy
The capacity building strategy for will include the monitoring of new systems, procedures and arrangements in relation to outputs and outcomes. This should be developed as a learning tool for adjusting and modifying the content of capacity development as well as learning methodologies. Training programmes should be monitored to assess the degree of effectiveness of information transfer, while technical support and on-the-job learning will need to be assessed in terms of its success in imparting appropriate knowledge and skills. On-the-job capacity building methods will require constant monitoring and feedback to ensure that systems and procedures conform to desired outcomes.
Box 11.5 Skills Development in
Gweru, Zimbabwe | Links to Boxes
4.5, 9.4, 9.5, 10.4, 11.3, 12.7 | | Training | Participants | Appreciation | Impact for | 1996 | • and commercialisation of public services (ZIPAM) (UK Civil Service College) • Commercialisation of local authority services (Price Waterhouse) • in water and sanitation services (World Bank workshop) | • Executive mayor; • Town clerk; • City treasurer • Executive mayor; • Town clerk; • City treasurer • Director of engineering services | • An appreciation of the scope and nature of • Orientation to the potential of in the context of local authorities in Zimbabwe • Sector-specific orientation for municipal engineers in water and sanitation | • Acceptance of concept • Awareness of the range of options (commercialisation, full privatisation, ) • Identification of services to be commercialised • Confidence to propose water and sanitation • Ability to prepare, pre-qualify and evaluate tenders | 1998 | • Best practice in local government administration (regional conference) • In-house workshop for senior management • Three in-house workshops for middle management provided by • cooperation (SADC Local Government Conference, Johannesburg) | • Town clerk; • City treasurer • Town clerk; City treasurer; • Director of housing; • Director of medical services; • Chamber secretary; • Director of engineering services; • Chairs of standing committees • Inter-departmental task force; • All council departments; Union representatives; Councillors • Town clerk | • Dissemination of best practice including • Familiarisation with the concession contract and the negotiation process • Familiarisation with the process of developing the for water and sanitation services • Understanding of proposals and amendments, city options, models, methodology for evaluation, model concession agreement • Promoting municipal cooperation and for development | • Determination to develop approach • Enhanced capacity to manage process • Enhanced capacity for all activities in pre-concession period, including the • Memorandum of Understanding • Better capacity to evaluate tenders • Improved dissemination of objectives • More champions of in • Supplementary capacity buildng for | 1999 | • -sponsored study tour of South Africa: finance and management • Integrated water management | • City treasurer • Director of engineering services | • Familiarisation with private sector financing of urban infrastructure (Nelspruit) • Importance of involving all stakeholders including private sector in water management | • Better understanding of financing arrangements of the proposed concession • Enhanced commitment to stakeholder involvement in the management of water and sanitation services | 2000 | • capital markets (World Bank, New York) • Infrastructure for development: private solutions and the poor (World Bank, London) | • Town clerk • Town clerk | • Role of private capital in urban development • Reaching the poor through private sector involvement in infrastructure | • Enhanced capacity to deal with concession agreement • Commitment to investment- linked partnerships • Commitment to including pro-poor objectives in concession contract | Source: Plummer and Nhemachena, 2001 |
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